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A family office is structured by default rather than by design. In most cases, it is set up to serve the immediate needs of the founder and a limited number of family members. As the family grows, mandates change. How do you ensure that the family office is equipped to handle these new demands? Do you outsource? Partner? Expand?Join us for an in-depth discussion as we explored what structure is best for your family office. This was an interactive discussion designed to stimulate thinking for the future of your family office.

Many ultra wealthy families experience a steady flow of incoming donation requests – from friends, other family members, colleagues, even strangers – and saying “no” can be difficult. But just because you can afford to say “yes” doesn’t mean you should.Defining your philanthropic mission and associated giving parameters (which includes saying “no” to some organizations), allows you to say “yes” to more opportunities that are in line with your goals – resulting in more deliberate, targeted philanthropic impact.

One of the most valuable benefits of FOX membership is the peer perspective gleaned by participating in FOX surveys. FOX's Kristi Kuechler, Managing Director of the Investor Market, joined us to provide highlights of what we learned in the 2019 Global Investment Survey.

Evidence suggests that good communication is a cornerstone of successful wealth transfer among families and those family meetings are a good platform for communication. Is there such a thing as “bad” communication or a “bad” family meeting? How does one undertake the good and avoid the bad? Join us for some best practices, important tips and lessons learned from a family meeting facilitator and a member of a family that overcame some initial stumbles and began holding successful family meetings.

People make the difference and getting the right talent in place is crucial for any organization. Indeed, in a family office, there is no place to hide. In this session, we focused on both the art and science of effective selection and promotion decision-making. We considered the role, related culture, and family expectations to develop a success profile. Guidelines for behavioral interviewing will be provided, along with common traps to avoid. The value of utilizing an external firm to support assessment, and the tools they draw on, will be considered as well.